Orchard House

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this newly registered service. This key question has been rated good.

This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a shared vision, strategy and culture.

The nominated individual told us about the culture of the service and the positive vision for the people they supported. This included ensuring the people they supported had a meaningful life.

There were processes in place to ensure the service promoted a positive culture for both staff and the people they supported.

Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Relatives, staff and professionals, spoke positively about the leadership team and how the home was run. One staff member said, “It’s all good, I feel part of this team.”

There were systems in place to ensure staff, and the manager understood their roles and responsibilities.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Relatives knew how to raise concerns and felt confident to do so. Information was available to people in a format they understood to ensure they had this information available.

There was a whistleblowing policy in place and staff were aware of this and the procedures they needed to follow.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for the people who worked for them.

Staff told us they were happy working within the company and felt they were treated fairly. There were procedures in place to consider staffs’ individual needs and ensuring all staff were treated equitably.

The provider had clear responsibilities, roles, systems of accountability and good governance.

The team was aware of and understood their legal responsibilities around notifying CQC about any important events that had happened in the service.

There were audits in place which monitored the care people received, including medicines management and the safety of the environment. There was also a system in place to monitor and review incident and incidents that had occurred. A provider audit had recently been introduced to ensure further oversight at the home. These audits were effective in identifying areas of improvement and making changes where needed.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

There were systems in place to ensure the provider worked in partnership with other agencies. As part of this assessment, we asked the Local Authority for feedback, and we received no concerns. One professional described the service as, “Brilliant”. They went on to say, “They are wonderful and very person centred.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The systems in place were used to drive improvements throughout the home. For example, when incidents had occurred, the team ensured lessons were learnt from this.